Spring Valley Hospital Medical Center

Welcome to Spring Valley Hospital Medical Center, located at 5400 South Rainbow Blvd in Las Vegas. As the first acute care hospital in southwest Las Vegas, we have been dedicated to serving our community since 2003. Our 366-bed facility offers private rooms and a wide range of comprehensive medical services, including 24-hour emergency care, cardiovascular services with open-heart surgery, stroke care, and maternity services featuring a Level III NICU. We are also proud to be recognized as a Gold winner in the "Best Place to Have a Baby" category. Choose Spring Valley Hospital for quality care within The Valley Health System network.

Identifiers

Hospital Name Spring Valley Hospital Medical Center
Facility ID 290046

Location

Address 5400 SOUTH RAINBOW BLVD
City/Town Las Vegas
State NV
ZIP Code 89118
County/Parish CLARK

Health System

Health System The Valley Health System
Health System Website Domain valleyhealthsystem.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 2
Health System Total Beds 530
Health System Hospital Locations Nevada

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Proprietary
Ownership Details Valley Health System
Emergency Services Yes

Claude Wise

CEO

Claude Wise has been named CEO of Spring Valley Hospital Medical Center, effective October 1, 2022. [5, 6] He is responsible for all facets of management including strategic planning, business development and physician relations, along with overseeing finance, human resources and quality initiatives. [5] Before joining Spring Valley Hospital, Wise served for four years as the CEO for Valley Hospital and previously spent 11 years at Summerlin Hospital, first as Associate Administrator and later as Chief Operating Officer. [5] He earned both his Master of Business Administration and Master of Health Administration degrees from Georgia State University and his Bachelor of Science degree in Health Information Management from the University of Pittsburgh. [5] He welcomes patients and their families, highlighting the hospital's growth, comprehensive services, accreditations, and awards. [8]

Jake Staley

COO

Pat Walker

CNO

Jennifer Le

CFO

Joshua Stoddard

AA

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program Yes
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 364

Staffing & Personnel

FTE Employees on Payroll 1502.76
FTE Interns & Residents 26.24

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 15613
Inpatient Days (Title XIX) 8308
Total Inpatient Days 85147
Bed Count 301
Available Bed Days 109865
Discharges (Title V) NA
Discharges (Title XVIII) 2861
Discharges (Title XIX) 1009
Total Discharges 15292

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 13259
Inpatient Days (Title XIX; Adults & Peds) 6265
Total Inpatient Days (Adults & Peds) 66863
Bed Count (Adults & Peds) 235
Available Bed Days (Adults & Peds) 85775
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2861
Discharges (Title XIX; Adults & Peds) 1009
Total Discharges (Adults & Peds) 15292

Quality Summary

Care Quality Stengths Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients reported concerns with being abel to have quiet rest in the hospital Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital.

Hospital Overall Rating

Patient Experience Star Ratings

Nurse Communication – Star Rating
Doctor Communication – Star Rating
Staff Responsiveness – Star Rating
Communication About Medicines – Star Rating
Discharge Information – Star Rating
Care Transition – Star Rating
Cleanliness – Star Rating
Quietness – Star Rating
Overall Hospital Rating – Star Rating
Recommend Hospital – Star Rating

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 61%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients No Different Than National Average
Mortality Group – Death Rate for Heart Attack Patients No Different Than National Average
Mortality Group – Death Rate for CABG Surgery Patients No Different Than National Average
Mortality Group – Death Rate for COPD Patients No Different Than National Average
Mortality Group – Death Rate for Heart Failure Patients No Different Than National Average
Mortality Group – Death Rate for Pneumonia Patients No Different Than National Average
Mortality Group – Death Rate for Stroke Patients Worse Than National Average
Mortality Group – Pressure Ulcer Rate No Different Than National Average
Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications No Different Than National Average
Mortality Group – Iatrogenic Pneumothorax Rate No Different Than National Average
Mortality Group – In-Hospital Fall with Hip Fracture Rate
Mortality Group – Postoperative Hemorrhage or Hematoma Rate No Different Than National Average
Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate No Different Than National Average
Mortality Group – Postoperative Respiratory Failure Rate No Different Than National Average
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate No Different Than National Average
Mortality Group – Postoperative Sepsis Rate No Different Than National Average
Mortality Group – Postoperative Wound Dehiscence Rate No Different Than National Average
Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate No Different Than National Average
Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite No Different Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 179

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 2.9
Readmission Score Hospital Return Days for Heart Failure Patients -7.7
Readmission Score Hospital Return Days for Pneumonia Patients 24.6
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.9
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy Not Available
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Not Available
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.2
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.9
Readmission Score Rate of Readmission for CABG 10.6
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 22.7
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.7
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.7
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 18.2
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Pneumonia Patients More Days Than Average per 100 Discharges
Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) No Different Than the National Rate
Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy Number of Cases Too Small
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Number of Cases Too Small
Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery No Different than expected
Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate No Different Than the National Rate
Readmission Group Rate of Readmission for CABG No Different Than the National Rate
Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients No Different Than the National Rate
Readmission Group Heart Failure (HF) 30-Day Readmission Rate No Different Than the National Rate
Readmission Group Rate of Readmission After Hip/Knee Replacement No Different Than the National Rate
Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) No Different Than the National Rate
Readmission Group Pneumonia (PN) 30-Day Readmission Rate No Different Than the National Rate

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 1.142
CAUTI SIR (Standardized Infection Ratio) 0.439
SSI SIR (Standardized Infection Ratio) 0.294
CDI SIR (Standardized Infection Ratio) 0.136
MRSA SIR (Standardized Infection Ratio) 1.102

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $8,628
Bad Debt Expense $56,957
Uncompensated Care Cost $13,277
Total Uncompensated Care $48,932

Operating Expenses ($ thousands)

Total Salaries $122,130
Overhead Expenses (Non-Salary) $304,010
Depreciation Expense $19,831
Total Operating Costs $342,769

Charges ($ thousands)

Inpatient Charges $3,037,702
Outpatient Charges $1,435,487
Total Patient Charges $4,473,189

Wage-Related Details ($ thousands)

Core Wage Costs $28,758
Wage Costs (RHC/FQHC)
Adjusted Salaries $129,112
Contract Labor (Patient Care) $16,023
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $515

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $-1,995
Short-Term Investments
Notes Receivable
Accounts Receivable $264,348
Allowance for Doubtful Accounts $-198,071
Inventory $10,554
Prepaid Expenses $1,823
Other Current Assets
Total Current Assets $78,648

Balance Sheet – Fixed Assets ($ thousands)

Land Value $12,127
Land Improvements Value $11,245
Building Value $123,245
Leasehold Improvements
Fixed Equipment Value $60,446
Major Movable Equipment $113,472
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $173,818

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $2,285
Total Other Assets $2,285
Total Assets $254,751

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $14,728
Salaries & Wages Payable $9,720
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $2,131
Total Current Liabilities $26,579

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans $-324,979
Other Long-Term Liabilities
Total Long-Term Liabilities $-324,979
Total Liabilities $-298,400

Balance Sheet – Equity ($ thousands)

General Fund Balance $553,151
Total Fund Balances $553,151
Total Liabilities & Equity $254,751

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $29,548
DRG (Post-Oct 1) $10,010
Outlier Payments
DSH Adjustment $1,774
Eligible DSH % $0
Simulated MC Payments $60,703
Total IME Payments $2,047

Revenue & Income Statement ($ thousands)

Inpatient Revenue $3,037,702
Outpatient Revenue $1,435,487
Total Patient Revenue $4,473,189
Contractual Allowances & Discounts $4,075,438
Net Patient Revenue $397,751
Total Operating Expenses $364,179
Net Service Income $33,571
Other Income $3,451
Total Income $37,023
Other Expenses
Net Income $37,023

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $42,739
Medicaid Charges $1,074,166
Net CHIP Revenue $9
CHIP Charges $197

EHR Information

EHR Oracle Health Millennium
EHR Version Oracle Health Millennium (Not CommunityWorks)
EHR is Changing No

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No